Enterprise Knowledge Infrastructures

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Enterprise Knowledge

Infrastructures

3.

3. KarlsruherKarlsruher Symposium Symposium ffüürr Wissensmanagement

Wissensmanagement in in TheorieTheorie und Praxisund Praxis

Prof. Dr. Ronald Maier

Dept. of Management Information Systems,

Information Systems Leadership

Martin

Martin--LutherLuther--University HalleUniversity Halle--WittenbergWittenberg

Management Information Systems Information Systems Leadership Know led ge M an a g e m e n t Leadership sse_s In fo rm ati on Sys tem s

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Ronald Maier Lehrstuhl für Wirtschaftsinformatik, insbesondere betrieb- liches Informations-management Wis sen sma n a g e m e n IS-Führung In fo rm a tio n ssys

Overview

•

• From Knowledge Work to Knowledge InfrastructuresFrom Knowledge Work to Knowledge Infrastructures

–

– Knowledge WorkKnowledge Work

–

– Knowledge Management InstrumentsKnowledge Management Instruments

–

– Knowledge InfrastructuresKnowledge Infrastructures

•

• Modeling for Enterprise Knowledge InfrastructuresModeling for Enterprise Knowledge Infrastructures

–

– Approaches to (Extended) Business Process ModelingApproaches to (Extended) Business Process Modeling

–

– Knowledge StanceKnowledge Stance

–

– Modeling PerspectivesModeling Perspectives

•

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Wirtschaftsinformatik, insbesondere betrieb- liches Informations-management Wis sen sma n a g e IS-Führung In fo rm a tio n

Relevance of Knowledge Work

•

• Origin: knowledge workerOrigin: knowledge worker

Drucker

Drucker 19791979

•

• Knowledge workers replace industrial workers as the largest grouKnowledge workers replace industrial workers as the largest group of the work p of the work

force. Consequently, businesses should no longer be seen from an

force. Consequently, businesses should no longer be seen from an industrial, industrial,

but from a knowledge perspective

but from a knowledge perspective..

Sveiby

Sveiby 1987 and 1997, 26ff 1987 and 1997, 26ff

•

• 60% of US organizations think that between 60% and 100% of their60% of US organizations think that between 60% and 100% of their employees employees

are so

are so--called knowledge workers. called knowledge workers.

Delphi 1997 Delphi 1997

•

• In 2002, about 75% of workers were employed in the service sectoIn 2002, about 75% of workers were employed in the service sector in the r in the

United States or about 65% in Germany respectively

U.S. Department of Labor; http://

U.S. Department of Labor; http://www.statistikportal.dewww.statistikportal.de//

•

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Knowledge work

Knowledge work…

…

•

• solves solves weakly structured problemsweakly structured problems with a high degree of with a high degree of varietyvariety and and

exceptions

exceptions,,

•

• is is creative workcreative work and requires creation, acquisition, application and distributioand requires creation, acquisition, application and distribution n of

of knowledgeknowledge,, •

• uses uses intellectual abilitiesintellectual abilities and and specialized knowledgespecialized knowledge rather than physical rather than physical

abilities,

•

• requires a high level of requires a high level of education, education, trainingtraining and and experiencesexperiences resulting in resulting in skillsskills

and

and expertise,expertise,

•

• is often is often organized decentrallyorganized decentrally using new organizational metaphors,using new organizational metaphors,

•

• bases inputs and outputs primarily on bases inputs and outputs primarily on datadata and and informationinformation,,

•

• has strong has strong communicationcommunication needs and is highly needs and is highly mobilemobile and and distributeddistributed,,

•

• and thus requires a strong yet flexible support by and thus requires a strong yet flexible support by information and information and

communication technologies

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KM Instrument

•

Definition

ICT

-

supported KM instrument

:

–

a bundle of organizational, human resources and ICT measures

–

that is used systematically in a KM initiative

–

in order to achieve knowledge

-

related goals.

•

person-

person

-oriented instruments

oriented instruments

knowledge in heads of people

•

content/product

-

knowledge as object

•

organization-

organization

-oriented instruments

knowledge as process, knowledge in social systems

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Classification of KM Instruments

person (knowledge bound to individuals) product (knowledge as object) organization

(knowledge in social systems)

competence management communities/ knowledge networks lessons learned good/best practices semantic content management knowledge development/ application maps knowledge process reengineering personal experience management knowledge structure map knowledge source map

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Enterprise Knowledge Infrastructure (EKI)

•

• Multiple terms used vaguelyMultiple terms used vaguely

–

–knowledge (management) system, knowledge portal, warehouseknowledge (management) system, knowledge portal, warehouse

–

–organizational memory systemorganizational memory system

–

–KM tools, software, combination of tools applied with KM in mindKM tools, software, combination of tools applied with KM in mind

–

–KM platforms, suitesKM platforms, suites

–

–enterprise knowledge infrastructureenterprise knowledge infrastructure

•

• What separates EKI from more traditional information systems?What separates EKI from more traditional information systems?

–

–Intranet infrastructures,Intranet infrastructures, –

–document and content management systems,document and content management systems,

–

–artificial intelligence tools,artificial intelligence tools, –

–business intelligence tools,business intelligence tools, –

–Groupware or collaboration tools,Groupware or collaboration tools,

–

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EKI

EKI –

–

Characteristics

and Architecture

and

Architecture

Intranet/Extranet: messages, contents of CMS,E-lear-ning platforms data from RDBMS, TPS, data warehouses content from Internet, WWW, newsgroups DMS documents,

files from office information systems data from external online data bases

VI – data and knowledge sources

personal information

manage-ment data

V – infrastructure services

storage, access, messaging, security services extract, transformation, loading, inspection services

…

IV – integration services

taxonomy, ontology; user, function, process integration III – knowledge services

publication structuring, contextualization discovery search, visuali-zation, navigation collaboration competence mgmt., community spaces learning authoring, course mgmt., tutoring II – personalization services

person-, process-, project- or role-oriented knowledge portals knowledge worker

I – access services

authentication; transformation for diverse applications and appliances

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Peer

Peer-

-to

to-

-Peer Architectures

Peer Architectures

• characteristics

– mutual client-server-functionality – direct exchange between peers – autonomy • architectures – assisted P2P – pure P2P – super peer P2P • benefits

– direct communication without unwanted filters

– autonomous selection of tools and ontologies

– flexible configuration of teams/networks

– acceptance by local storage and decentral access privileges

acquisition search feedback submission distribution externalization internalization, application community I community II community III

Barkai 2001, 4ff, Benger 2003, 167f, Dustdar et al. 2003:170ff, Schoder/Fischbach 2002, 587

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Architecture

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Modeling for Enterprise Knowledge Infrastructures

Business process modeling methods

…

–

– such as ARIS (such as ARIS (ScheerScheer 2001), ADONIS (2001), ADONIS (JungingerJunginger et al. 2000), IEM et al. 2000), IEM -

-Integrated Enterprise Modeling (Spur et al. 1996), MEMO

Integrated Enterprise Modeling (Spur et al. 1996), MEMO -- multimulti-

-perspective enterprise modeling (Frank 1994), PROMET (

perspective enterprise modeling (Frank 1994), PROMET (ÖÖsterlesterle 1995)1995)

…

have been extended in order to cover aspects of knowledge work

or

knowledge management

–

– Examples: KnowledgeExamples: Knowledge--MEMO, ARIS MEMO, ARIS –– KM, extensions to modeling of KM, extensions to modeling of

workflows, Business Knowledge Management/PROMET

workflows, Business Knowledge Management/PROMET®®II--NET, NET,

PROMOTE, GPO

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Comparison of Methods

•

elements and perspectives

–

– different support for perspectives: person, process, product, prdifferent support for perspectives: person, process, product, productivity oductivity

infrastructure

–

– knowledge as object, flow, process, practice, (social) systemknowledge as object, flow, process, practice, (social) system

–

– modeling at type/instance levelmodeling at type/instance level

–

– expression: number of modeling elementsexpression: number of modeling elements

–

– degree of formalizationdegree of formalization

•

goals and relations

–

– primary modeling goals: design of software / process / networks primary modeling goals: design of software / process / networks / HRM/ HRM

–

– modeling at/for build time/run time of knowledge infrastructuresmodeling at/for build time/run time of knowledge infrastructures

–

– relation to KM instrumentsrelation to KM instruments

–

– operationalizationoperationalization: detailing for knowledge infrastructures: detailing for knowledge infrastructures

•

support

–

– procedure modelprocedure model

–

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Elements of Activity Theory

Thesis: Knowledge is not an object, a passive unit. The processe

Thesis: Knowledge is not an object, a passive unit. The processes of s of

knowledge and activity take place in so

knowledge and activity take place in so--called activity systems.called activity systems.

agent / subject tools object activity motive goal action operation conditions outcome division of labor rules community after: Engeström 1993, 68

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Process Modeling and Activity Modeling Compared

processes va lue

cha ins a ctivities

ta sks opera tions

refine routinize

routine

structured problems,

exploitation / application of knowledge

crea tive unstructured problems, exploration / creation of knowledge

level of motives level of goa ls level of conditions ... ... a ctions

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Concept of Knowledge Stance

activities value chains

mode process /

activity

process- oriented perspective a ctivity- oriented perspective

level of motives level of goa ls level of conditions

processes person topic _{oriented actions} knowledge-occasion tasks action action action function function knowledge sta nce tool operations

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Definition

Knowledge

Stance

A knowledge stance is a recurring situation in knowledge work de

A knowledge stance is a recurring situation in knowledge work defined byfined by

•

• occasionoccasion

–

– offers the opportunity or the need for knowledgeoffers the opportunity or the need for knowledge--related actions.related actions.

–

– examples are the possibility to externalize knowledge, the opporexamples are the possibility to externalize knowledge, the opportunity to tunity to

learn about new topics, an email with ideas from a colleague.

•

• contextcontext

–

– comprises all dimensions adequate to describe the actual processcomprises all dimensions adequate to describe the actual process--oriented oriented

as well as the activity

as well as the activity--oriented work context of the knowledge worker.oriented work context of the knowledge worker.

–

– examples for relevant dimensions are artifacts, other subjects, examples for relevant dimensions are artifacts, other subjects, desired desired

outcomes, roles, rules, members of the user

outcomes, roles, rules, members of the user’’s community.s community.

•

• modemode

–

– can be described by the four informing practices monitoring, tracan be described by the four informing practices monitoring, translating, nslating,

expressing and networking.

•

• actionsactions

–

– are offered depending on occasion, context and mode. Categories are offered depending on occasion, context and mode. Categories are are

derived from information quality tasks.

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Examples for Actions

•

• integration activitiesintegration activities

visualize concepts, list sources, summarize, personalize, priori

visualize concepts, list sources, summarize, personalize, prioritize contents, tize contents,

highlight aspects, give an overview, elicit patterns,

•

• validation activitiesvalidation activities

evaluate source, indicate level of certitude/reliability, descri

evaluate source, indicate level of certitude/reliability, describe rationale, be rationale,

compare sources, examine hidden interests/background, check cons

compare sources, examine hidden interests/background, check consistency,istency,

•

• contextualization activitiescontextualization activities

link content, state target groups, show purpose, describe backgr

link content, state target groups, show purpose, describe background, relate to ound, relate to

prior information, add meta

prior information, add meta--information, state limitations,information, state limitations,

•

• activation activitiesactivation activities

notify and alert, demonstrate steps, ask questions, use mnemonic

notify and alert, demonstrate steps, ask questions, use mnemonics, metaphors s, metaphors

and storytelling, stress consequences, provide examples, offer i

and storytelling, stress consequences, provide examples, offer interaction.nteraction.

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Modeling Perspectives and Concepts

targ et g roup , netw ork /co mm unity type o f kn_o w le_d ge KM instrument K P R sub ject cont ext th em e co nte xt KM strategy, competencies motive, outcome o cc a si o n , m o d e person product process communication organizational structure

skill/ interest _structure

taxonomy ontology meta-data scope goal, input, output role respo nsibili ty

kno“ flow_wledg” of e reso_urce expert event, condition, action productivity infrastructure function/ interaction architecture/ structure pro_file occu rrenc e conte nt/ struct ure pers_ona liza tion n a vi g a ti o n st ru ct u re to o l su pp or t

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Projects and Initiatives

•

• personperson DFG

DFG--Project Project ““Knowledge acquisition and application in professional services fKnowledge acquisition and application in professional services firmsirms””

•

• processprocess EU

EU--Project Project „„KnowComKnowCom-- KnowKnowledge and ledge and CoCo--operation based engineering for die and operation based engineering for die and

M

Mould making ould making SMEsSMEs““

kNOwRISK

kNOwRISK -- Management of Knowledge Risks in Business ProcessesManagement of Knowledge Risks in Business Processes

•

• productproduct

Smartprotocols

Smartprotocols -- OntologiesOntologies, smart documents and Semantic Web, smart documents and Semantic Web--technologiestechnologies

smart management of protocols and experiences

•

• KM instrumentKM instrument SIMKnowledge

SIMKnowledge --Simulation of knowledge sharing depending on the use of KM instrSimulation of knowledge sharing depending on the use of KM instrumentsuments

•

• productivity infrastructureproductivity infrastructure Infotop

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EU

EU-

-Project

Project

KnowCom

Know

Know--CoMCoM

Knowledge and Co

Knowledge and Co-

-operation based operation based

engineering for die and engineering for die and Mould making

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SimKnowledge

decide project acceptance find project manager find project members do project work coordinate team members get payment find colleague request help learn about solution apply new knowledge knowledge process business process Cooperative Planning Layer Local Planning Layer Behaviour -based Layer World Interface / Body Environment WorkerAgent BehavioralAgent AgentBody

perceive() look() tell() go()

Physis: exhaustion Emotion: flow / frust Cognition: skills + money Status: contacts Patterns of Behavior routinized / reactive actions act() getResult() plans a2 a1 a5 a3 a4 joint plans plan2 plan1 plan3 kBase World Model Actions kBase Mental Model Plans + Utility kBase Social Model Joint Plans LocalPlanning-ControlUnit SG PS BehaviorBased-ControlUnit SG PS CooperativePlanning-ControlUnit SG PS CEO Manager PM1 Projektmanager PM2 Projektmanager PM3 Projektmanager

Worker1 Worker2 Worker3 Worker4 Worker5 Worker6 CEO Manager PM1 Projektmanager PM2 Projektmanager PM3 Projektmanager

Worker1 Worker2 Worker3 Worker4 Worker5 Worker6

km-instruments competitors job market external knoledge profit turnover personnel cost knowledge balance skills customers orders salary learn project progress environment performance figures training cost company km-instruments competitors job market external knoledge profit turnover personnel cost knowledge balance skills customers orders salary learn project progress environment performance figures training cost company

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Infotop

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Research

Questions

•

• How do we model knowledge work?How do we model knowledge work?

–

– knowledge as product vs. process vs. knowledgeable peopleknowledge as product vs. process vs. knowledgeable people

–

– completeness vs. understandability and modeling costscompleteness vs. understandability and modeling costs

•

• Is it strategically relevant?Is it strategically relevant?

–

– KM strategy and relationship to business strategyKM strategy and relationship to business strategy

–

– management of knowledge risksmanagement of knowledge risks

•

• How do we support it with enterprise knowledge infrastructures?How do we support it with enterprise knowledge infrastructures?

–

– reconcile business processes and knowledge workreconcile business processes and knowledge work

–

– seamless integration of personal and organizational KM environmeseamless integration of personal and organizational KM environmentnt

–

– interinter--organizational knowledge infrastructures organizational knowledge infrastructures -- standardizationstandardization •

• How do we measure success?How do we measure success?

–

– evaluation of productivity of knowledge workevaluation of productivity of knowledge work

–

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Conclusion

Knowledge work is multi

-

faceted,

its systematic design promises a substantial improvement of its

productivity,

requires the combined application of organizational and

ICT instruments in enterprise knowledge infrastructures

which demands the extension of enterprise

modeling by concepts such as knowledge stance.